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People, Process, Technology Synergy: a key to Business Excellence


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People, Process, Technology synergy - a key to Business Excellence
Dr. Gargi Keeni

Presented in Mexico City.

Published in: Technology
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People, Process, Technology Synergy: a key to Business Excellence

  1. 1. People, Process, Technology synergy - a key to Business Excellence Dr Gargi Keeni 6 th May 2010
  2. 2. Contents <ul><li>Business excellence </li></ul><ul><li>People-Process-Technology Synergy </li></ul><ul><li>Experience of Synergy – some examples </li></ul>People Process Technology Business capability
  3. 3. Business Excellence Information & Analysis Work Core Driver Triad H R Focus Strategic Planning Business Results Process Management Source: MBNQA, USA What do these categories mean to me as a practitioner? Customer & Market Focus Leadership
  4. 4. People - Process – Technology Synergy Process management Business results HR Focus Information and analysis People Process Technology
  5. 5. Project lifecycle Initiate Project Project Planning Work allocation Project Execution V&V Delivery Wind-up Contract PAL Process Database Quality group HR Infrastructure
  6. 6. Project planning Incorporating the knowledge of individuals / groups in the decision making process and gaining their support for the commitments made Plan Review the commitments Leverage the information within the organization Estimate the resources, effort, schedule Contract Plan ? Team members Quality Group HR Support Training
  7. 7. Commitment - an important ingredient <ul><li>There is a difference between </li></ul><ul><ul><li>being part of the decision making process </li></ul></ul><ul><ul><li>being ordered to carry out a decision </li></ul></ul><ul><li>Even if the targets are difficult to achieve, sharing the ground reality with the concerned people who are responsible to meet the targets helps in </li></ul><ul><ul><li>building ownership </li></ul></ul><ul><ul><li>address the risks appropriately </li></ul></ul>Lack of commitment from team members Unrealistic estimates and expectations Leads to frustration and attrition of team members
  8. 8. Effective planning = Function ( well designed processes , people awareness of their contribution to organization performance, supporting information and communication technology )
  9. 9. Project Monitoring and Control Continuous discussion of performance also focuses on work processes, resources and other issues which can improve the performance Design processes to enable effective monitoring and control Measurable performance objectives need to be defined based on the committed work and should be revised as needed Information and communication systems should support the information needs People Process Technology Effective monitoring and control
  10. 10. Establish objectives and specify measures Project / Division Objectives Project / Division Objectives Project / Division Objectives Balanced Score Card GQM (Goal Question Metric) … Business analyst Development team Production support Project / Division Objectives Project Manager Vision Mission Objectives Organization Measures No of Changes to requirements …… .. Measures Development Effort Defects Competency Levels or increase in competency levels … .. Measures Time to Fix defects Availability of System …… . Measures Mix of competency in a project Training effectiveness …… .
  11. 11. Communicate Objectives <ul><li>Practitioners do not always know how the data would be used </li></ul><ul><li>Practitioners are required to generate numerous reports, but receive no feedback </li></ul>Communicate objectives for shared understanding of data usage <ul><li>Practitioners need to be trained to use the collected </li></ul><ul><li>data to make better decisions </li></ul><ul><li>Practitioners need to present the data in a form that </li></ul><ul><li>highlights issues that need management attention </li></ul>if scripts are used to fill time sheet !!! To save Time!!! Analysis of time sheet data will not provide any insight
  12. 12. Communication Design processes to ensure flow of information Leverage technology for sharing the consistent information Business capability <ul><li>Develop skills to share </li></ul><ul><li>information </li></ul><ul><li>Develop skills in </li></ul><ul><li>collecting and using </li></ul><ul><li>data </li></ul>People Process Technology
  13. 13. Leveraging Organizational Learning <ul><li>Organizational process assets support organizational learning and process improvement </li></ul><ul><ul><li>Mentoring plays a major role is deploying these assets </li></ul></ul><ul><ul><li>Workforce practices and activities need to encourage and support </li></ul></ul><ul><ul><li>the development and use of process assets </li></ul></ul>Communication vehicles e.g mail, awareness sessions & road shows
  14. 14. Synergy - Measurement Culture Mature measurement culture Apt Dependable Automation and tool integration People will trust the data People Process Technology
  15. 15. Using Metrics data to evaluate individuals Review defects Performance evaluation Using data for performance evaluation of a programmer has significantly reduced DEFECT REPORTING
  16. 16. Review Process Incentive for reviewers <ul><li>Is the performance judged in relation to the project only </li></ul><ul><li>or </li></ul><ul><li>Is there an evaluation of the contribution made to the organization by contributing through review of other projects </li></ul><ul><li>Is there a criteria for determining the right reviewer </li></ul><ul><li>Is there a mechanism to ensure the right reviewer is available </li></ul>Does the competence framework of the organization enable this Project mangers looking for a specific reviewer Reviewer
  17. 17. Design processes to enable effective reviews <ul><li>Reward / recognize </li></ul><ul><li>Train </li></ul>Capture and reuse experts knowledge Synergy – Effective reviews Need to achieve behavioral changes that drive continuous improvement People Process Technology Effective reviews
  18. 18. Competency management Project mangers look for a good people but they do not invest in training people Once the employees realize that they are not learning their motivation level is affected Using the competencies available in the organisation effectively for the business performance
  19. 19. Organization perspective… <ul><li>Can we go ahead with new offerings/projects </li></ul><ul><li>Are our competencies in-line with business objectives </li></ul><ul><li>How to close competency gaps </li></ul><ul><li>Where do I stand in the organization </li></ul><ul><li>What are the various roles in the organization </li></ul><ul><li>What are my competency gaps </li></ul>Analyze and understand the competence profile to optimize the contribution of workforce to the companies strategic objectives Individuals’ perspective… “ If you're not learning in your work, you're not doing enough”…
  20. 20. Select Roy… Competency level alone is not sufficient Significance of the competency also needs to be considered!!! Need a Project Manager… Oops!!! Issue resolution is more important How good should he be in Issue resolution over Planning? Strongly to very strongly preferred Roy Arun Project Manager - profile
  21. 21. Business excellence Synergy - Competency management Design processes to effectively use the competencies available in the unit- right from the planning stage Provide competence development opportunities Mentoring Capture the competencies of the individuals People Process Technology
  22. 22. Insights … % defects vis-a-vis % cost 0.00 1.00 2.00 3.00 4.00 Q1 Q2 Q3 Q4 % defects for lack of training 0.00 2.00 4.00 6.00 % cost spent on training … .increase in % cost spent on training leading to continuous reduction in % of defects attributed to lack of training
  23. 23. Thank you [email_address]